High commitment HRM and organizational and occupational turnover intentions: the role of organizational and occupational commitment

Abstract

Using data from 41 managers and 143 chefs from 41 Indonesian restaurants, we examined whether High Commitment Human Resource Management (HCHRM) is negatively related to chefs’ organizational (ORTI) and occupational turnover intentions (OCTI). In addition, we examined whether organizational commitment (ORC) mediates the HCHRM–ORTI relationship and occupational commitment (OCC) moderates the HCHRM–OCTI relationship. Results from hierarchical level modeling analyses (chefs nested in restaurants) showed that HCHRM is negatively related to both chefs’ ORTI and OCTI. In addition ORC mediates the HCHRM–ORTI relationship, and OCC moderates HCHRM–OCTI relationship. These results have important implications in terms of the unique role the two foci of commitment play in the HCHRM–ORTI and OCTI linkages.